ICMEP Rabajante Organizational Sociogram and Chaos Theory

8/14/2019 ICMEP Rabajante Organizational Sociogram and Chaos Theory

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An Analogy of Chaotic System

and Organizational SociogramJomar Fajardo RabajanteMathematics Division, Institute of Mathematical Sciences and PhysicsUniversity of the Philippines Los Baos, Laguna, Philippines


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FRAMEWORK

Social

NetworkAnalysis

Chaos

Theor

CONVERGENCE(Metaphorical)


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SOCIOGRAMa visual representation of the social network, and

is used to expose patterns in the interactionamong actors

A F

D

C

B

E

Organizational Network Analysis


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Basic Steps:

context setting and planningsurvey designsurvey communication and distributionpreliminary analysis and interpretationwork analysiscommunication of results


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Graph Theoretic Analysis

Shortest/Geodesic PathsDiameter and EccentricityDensity and Cohesion IndexCentrality Indices (e.g. Closeness, Farness

and Betweeness)Clusters and SubgroupsEmission and Reception degrees of a nodeSociometric Status

A F

D

C

B

E

5

2 3

41 56

52

3

5


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Keyplayers:

Trusted AdvisorsConnectors

BottlenecksFamousHated

A F

D

C

B

E

5

2 3

41 56

52

3

5


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Chaos Theory

Systems Theory

Complexity Theory

Chaos Theory


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Chaos Theory

Chaotic System is

nonlineardeterministic (non-random)aperiodicsensitive to initial conditionhas structure in Phase Spacebounded


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Chaos Theory

n

x(

n)

Determinism

orderly disorder

Example:

x(n+1) = 3.95 x(n) [1-x(n)]


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Chaos Theory

Sensitivity to Initial Conditions Bifurcation

Noah/Joseph effectsFeigenbaum number (4.6692...)


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Chaos Theory

Perturbation

Disequilibrium

Co-evolution

Emergence

Self-organization

On whatconditions

would bifurcationtake place?

Edge ofChaos


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Chaos Theory

Self-Organizing System

Organic OrganizationOpen OrganizationLearning OrganizationFlexible Organization

TransformationalLeaders


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Chaos Theory

Inverted U-ShapeScheme of Management


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Chaos Theory

Mature Org MembersProactiveCapable of managing in real-

time (continuous adaptation)Capable of giving positivefeedback

Borrowing from Pareto's Principle:on the average, 80% of thetransformation can be attributed to theworks of the 20% of the members


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Chaos Theory

ATTRACTORS organization's ID unified diversity


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Chaos Theory

Fractalspatterns that recur at alllevels of a system (self-

similarity)


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Chaos Theory

Phase space


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Nonlinear & Dynamic

Aperiodic

Sensitive to initialcondition

Change is exponential

Works in a

disequilibrium Open System

Dissipative

Deterministic (non-random)

Bounded

Has structuure inphase space

Has attractor/s

Route to Chaos canbe seen

Can be in fractalform

Control andPredictabilityChaos Theory


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Control andPredictability

Short-term forecasting can be done (butnot long-term).It is occasionally possible to drive asystem out of or in to Chaos by applyingeffective perturbance or changing theinitial condition.It is possible to create or destroy an

attractor.Creating an environment suitable forcontinuous adaptation is a proactive wayto handle Chaos.

Chaos is better than randomness.

Chaos Theory


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THE CONVERGENCE

Incorporating the concepts of Chaos theory tothe organizational network analysis

Creation of sociogram is deterministic, i.e., theconnections among the nodes are not randomlygeneratedBut social network can have high entropy, whichcan be initially seen from the values of thediameter, eccentricity, density, cohesion index,and relative entropy/variation in each of thesociometric indices


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THE CONVERGENCE

Transitivity can be an indicator of the level ofbureaucracy in an organizationNodes having high emission degree, receptiondegree, sociometric status and centrality indexcan be the possible keyplayer-attractorsNodes with high emission degree can be thebottlenecksNodes with high emission degree can be the

trusted advisorsNodes with high betweeness index can bethe connectorsLow centrality index may mean that there isno keyplayer-attractor


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THE CONVERGENCE

The candidates for being keyplayers are thepossible members of the 20% who can deliver80% of the transformation (Pareto's principle)If there is no keplayer-attactor, possibly there is anon-human attractor, or we can introduce oneIt is usually better to develop non-humanattractors, since people are more temporaryIt is better that the attractor is a fractal (e.g.

cultural similarities; mission-vision is wellevangelized to the members)The initial perception of a disorganized networkcan turn out to be organized due to fractalformation


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THE CONVERGENCE What are the possible initial conditions that

can drastically change the organizationalnetwork? What other points-of-view can we consider?

(as in looking with phase spaces) Are we comfortable with the status quo or do

we want organizational evolution? Are we capable of self-organizing? Are we

trained to manage in real-time? What positive feedback can members give so

that we can make it as our new input as initialcondition? It is mostly impossible to predict the future,

but it is possible to plant the necessaryelements that would increase the probability

of making the organization grow


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THE CONVERGENCE

CEO


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THE CONVERGENCE

?


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THE CONVERGENCE

CEO2nd

attractor


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An Analogy of Chaotic Systemand Organizational Sociogram

Jomar Fajardo RabajanteMathematics Division, Institute of Mathematical Sciences and PhysicsUniversity of the Philippines Los Baos, Laguna, Philippines

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ICMEP Rabajante Organizational Sociogram and Chaos Theory